How Did We Do? Measuring Results of Corporate Governance Advisory Services Projects
|
|
- Erick Stanley
- 5 years ago
- Views:
Transcription
1 How Did We Do? Measuring Results of Corporate Governance Advisory Services Projects In Ukraine, 52 out of 70 surveyed client companies (74 percent) that upgraded their corporate governance practices as a result of IFC consultations reported improvements in production, sales, profits, and/or decision-making. It s a notable statistic, one that can be used to help us tell our story and make a stronger case for the value of corporate governance, as well as assist in attracting funding for new projects. Over the years, IFC s corporate governance project teams have developed an effective approach to gathering such information and measuring results. Background In the early years of our corporate governance project experience, measuring results was a challenge we needed to figure out how and where data should be collected, how to benchmark improvements, and how to understand the connections between corporate governance improvements and positive impacts such as lowered cost of capital. In these early years, the connection between good governance and stronger businesses was not welldocumented. In some cases, there were internal battles that needed to be fought so that client company management would see the importance of the work as a tool to help improve business profitability and the overall business environment. Careful attention to monitoring, evaluation, and results measurement has helped increase awareness and deliver the message that good corporate governance practices strengthen companies, and can help mitigate portfolio investment risks through improved company performance. And, as with any other project or investment, ongoing monitoring and evaluation has become an important tool to see if the team is on track to meet goals, as well as to uncover any gaps or problem areas so they can be resolved. Even though we recognized the value of project monitoring and evaluation, we faced a considerable challenge: coming up with an effective way to measure the results, progress, and impact of projects with multiple components and varied activities. Over the years, we have developed a viable approach to measuring the results of all levels of corporate governance work with clients, ranging from companies and banks to education institutions, from media to legal work. This has netted a sound base of reliable data on the significant results yielded by our corporate governance projects that we can present to donors, IFC management, and of critical importance potential clients, to demonstrate the business case for making governance improvements. Here are some key lessons we have learned along the way. Lessons Learned 1) Baseline surveys are important not only for assessing outcome and impacts results can highlight deficiencies and enable better targeting of activities to address the deficiencies. Of course, we know that baseline surveys are important for providing information that we 154
2 can use on post-project assessments to determine outcome and impact. But we learned through hard experience meaning that in some of our earlier projects in Russia and Ukraine we omitted this important step that conducting an initial baseline survey helps the team understand the overall level of corporate governance practices in the given country, region, or sector. And even though the overall design of the project might not be materially changed, incorporating baseline survey results early on can help direct certain activities toward deficiencies uncovered. It is also helpful to collect baseline information on the overall understanding of the benefits of corporate governance and the link to investment. For example, in Azerbaijan, we asked about respondents awareness of and commitment to good corporate governance practices by asking what they knew about the Organisation for Economic Co-operation and Development Principles. This gave us a frame of reference on which to base our work so that we could address gaps, and a benchmark against which we can measure overall market awareness changes at project completion. In our work, we collected data on the existence of specific internal documents before starting indepth work with clients. Comparing this baseline information on specific companies with post-project outcome assessments on these same companies is a simple, accessible way to demonstrate the strong results achieved. It s a snippet of information that can be summed up in a sound byte, and it gives the team a hook to interest the media so that they will cover the story. 2) In corporate governance projects there s no real way for us to compare apples to apples, but there s a way to get close! One issue we encounter when evaluating corporate governance projects is selection bias; the clients who choose to work with IFC are often more likely to undertake improvements in the absence of the About IFC s Corporate Governance Project Evaluation Methodology Evaluations of corporate governance projects focus on answering three key questions: Did corporate governance improvements result in measurable impacts, such as improved access to finance, lower cost of capital, and/or improved reputation for project clients? Did the projects achieve a demonstration effect in the broader market? What is being done to ensure the sustainability of the project s work? Among the tools developed to measure the results of corporate governance projects are: Standard indicators for internal tracking by the project team Survey questions and templates to assess outcomes and impacts Tips and questions for in-depth interviews A questionnaire for educational institutions project. This limits our ability to attribute the clients results to the work of the IFC project. If we could compare our clients to non-clients who were also really eager to improve corporate governance, and did it through some means other than the IFC project, we could get around this issue, but, unfortunately, it s nearly impossible to create a truly comparable control group for comparison. In Russia and Ukraine, we focused on an approach that would bring us close: comparing companies that worked with the project and similar companies that had no contact with the project. While this does not fully address the selection bias issue, it does give us meaningful data and serves as a good indicator of project results. Lessons from IFC s Corporate Governance Experience 155
3 For purposes of deciding how to measure results, we categorized our corporate governance projects in Russia and Ukraine under two main umbrellas: Group A: projects with more than 25 active clients and/or a large population of prospective clients; projects with clients that have similar competitors Group B: projects with less than 25 active clients and/or a small population of prospective clients in the market; projects with exceptional clients those with overwhelming market share or the largest size in the market For projects that fall in the Group A category, conducting a survey that compares impact and outcomes between client companies and non-client companies can help us understand the effectiveness of the project. In Ukraine, this kind of survey revealed that 75 percent of companies that worked with IFC as pilot companies experienced improvements in production, sales, or profits as a result of improved corporate governance, compared to 34 percent of non-client companies that reported undertaking similar improvements to their corporate governance practices it s a big difference, and a great statistic to help tell the story. For projects that fall in the Group B category, statistically significant comparisons between clients and non-clients are not possible. For these projects we focused on collecting outcome and impact information from clients at the beginning, midpoint, and end of the project, and just telling a before and after story on the results. 3) Monitoring can be a tool to uncover issues during project duration. Even the best-planned projects can go awry. Careful monitoring of progress can ensure that things stay on track and can help redirect projects if what was initially planned isn t working as well as it should. We found this to be very effective in Azerbaijan, where a review after the first year of our operations indicated that the number of consultations we conducted was quite low, compared to the set targets in our monitoring and evaluation framework. When we investigated, it turned out that company executives had limited time to spend on such meetings. To address the issue, we decided to set up a hotline, staffed 24 hours a day, seven days a week. Some might ask: Was 24 hours a day, seven days a week coverage really necessary? The answer: yes. Many companies in Azerbaijan hold their Supervisory Board meetings in the evenings and on weekends, and it is during such meetings that questions are likely to arise. Companies could call in with questions and get their questions answered right away, on demand. We rotated the job of staffing the hotline among consultants. It proved an effective tool to help companies and to introduce them to what we were offering. The more they understood about how we could help, the more willing they were to participate. While we did not formally measure the effectiveness of the hotline, we believe that it did lead to more consultations and increased the likelihood that they would be willing to pay for services. The hotline also served as a great marketing tool in our start-up phase, because it helped raise awareness about the project. 4) Don t underestimate the value of a good story: the combination of solid, quantitative data and anecdotal evidence can make the case. In-depth interviews with pilot clients can enrich peoples understanding, and also get at some of the softer, harder-to-quantify yet equally powerful results. These interviews can serve as the basis of success stories or profiles that can tell the story to donors and other external audiences. Also of note: such profiles can make a strong case to other companies that may be considering undertaking corporate governance improvements. This demonstration effect companies learning from the reported experiences of others and following suit 156
4 Motivating factors behind improvements to internal documents and Corporate governance practices Percentage of companies that cited each of the following as a motivating factor for introducing or modifying practices or documents at least once Government Seen other companies experiences UCDP UCDP policy work UCDP pilot program Strategic investor Other donor project Clients Non-clients Other 0% 20% 40% 60% 80% (89% of clients and 54% of non-clients responding) Motivating role of other companies experiences Percentage of companies citing seen other companies experiences as a motivating factor for introducing or modifying practices or documents at least once Internal documents Commitment to good corporate governance Board of Directors practices Information disclosure Protection of shareholder rights Financial management practices 0% 20% 40% 60% 80% (30% of clients and 53% of non-clients responding) (Source: Ukraine Corporate Development Project: Outcomes and Impact of Assistance to Companies, 2006) Lessons from IFC s Corporate Governance Experience 157
5 Russian Universities Using IFC Materials in Course Development Educational Institution Tolyatti State University Samara Academy for the Humanities Samara State Technical University Samara State University of Economics Samara International Market Institute Moscow Higher School of Economics St. Petersburg State University Law Faculty St. Petersburg State University Management St. Petersburg State University of Economics and Finance Northern Caucasus Academy of State Service (Rostov) Ural State Economic University (Yekaterinburg) Ural State University (Yekaterinburg) Ural State Law Academy (Yekaterinburg) Ural-Siberian Institute of Business (Yekaterinburg) Ural State Technical University (Yekaterinburg) Course Name Organization of Enterprise Corporate Governance Corporate Governance Strategic Management, Strategic management II, Crisis Management Theory of Organization, Human resources Management Program of the Corporate Director, Corporate Governance, Corporate Policy, Introduction to Corporate governance for Corporate Secretaries, Strategic Management of Finances Corporate Governance in Power Energy Company, Problems of Corporate governance Corporate Governance Investments, Corporate Governance Corporate Governance, Management of International Business Corporate Finance, Corporate Finance II Course of programs in second year of magister study, Corporate Social responsibility Corporate Law Strategic Management Strategic Management (President Program) Source: Joint IFC-SECO Evaluation of CG Projects, Russia, February
6 can be extremely powerful. Our analysis of corporate governance projects in Ukraine bears this out: for both clients and non-clients, the two most significant motivating factors for undertaking improvements were legislative requirements and seeing other companies experiences. Success stories can help in media outreach and public relations efforts, and for the educational and policy work components as well. In fact, a direct quote from an investor, professor, or government official about the effectiveness of the work can go a long way toward driving home the message about the value of corporate governance improvements. 5) Maintaining good records of legislative recommendations, draft laws, and amendments to existing legislation will help track changes. Projects can achieve country-wide impact and sustained results through passage of new legislation related to corporate governance practices. To track results here, be sure to keep track of what s been proposed. Following the passage of laws, IFC s legal specialists or legal consultants can determine if the recommendations from the project were included in the legislation, provided that the project has tracked the details of the proposed revisions and the key contact people in the government agencies to whom the recommendations were presented. Surveys to track changes in country-wide corporate governance levels at the end of a project can also include questions on compliance with these new laws to show how the changed legislation influences company behavior. Tracking behavioral changes based on new legislation also gives governments an important tool to use as they promote a corporate governance agenda. For example, in Georgia, we helped the government introduce a new, streamlined company reporting format to replace a rather complex and confusing process. Within one year after the introduction of this new format, compliance with reporting requirements Careful attention to monitoring, evaluation, and results measurement has helped increase awareness and deliver the message that good corporate governance practices strengthen companies and can help mitigate portfolio investment risks through improved company performance. surged 70 percent. Monitoring and documenting this outcome gave the Georgian regulators more evidence to help drive new public policy and to explain the rationale behind additional legislative changes. 6) Measuring the results of media outreach and public awareness activities is complicated, but do-able. Media publicity is a key tool to demonstrate the value of IFC s corporate governance efforts to the broader marketplace. It is next to impossible to show a direct causal link between publicizing the work we do with clients, the effect on the wider group of potential clients, and the country s level of corporate governance practices. Still, there are ways to present a convincing case on this issue. In Russia, for instance, we found that engaging the services of a media monitoring firm to track mentions of corporate governance was a cost-effective way to get the information we were looking for. The firm conducted rapid searches and analyses on a list of corporate governance-related terms in 72 federallevel Russian publications. Their findings showed a Lessons from IFC s Corporate Governance Experience 159
7 nearly 300-percent spike in the number of corporate governance mentions from 604 mentions in 2001 to 1,755 mentions in Another dramatic spike in the number of media mentions came around the time of our Initial Public Offering conference launch in Ukraine. Such monitoring helped provide further evidence of the project s demonstration effect in the market. In our experience, a high percentage of clients and non-clients typically report that hearing about the positive experiences of other companies is a prime motivator of their desire to change (see lesson 4). This shows not only the important role played by the media in reporting these experiences, but also the way in which the projects can use this to influence the behavior of non-clients as well. 7) Educational components of corporate governance projects can have the most durable impact, but results are hard to quantify. If cost were not an issue, tracking the career paths of graduates who have taken corporate governance course work as part of a business or law school curriculum would be a great way to measure longterm impact: to look at where they are working and how their corporate governance knowledge helped them in their managerial roles. But this would require extensive and expensive longitudinal studies, tracking career progress for years post-graduation. Still, just because such studies are not feasible does not mean that this important component should be overlooked. We determined that one way to measure the results of corporate governance projects that work with academia is to focus on how universities and individual professors are using the materials we provide. To find this out, we developed a survey that questions universities and professors on their use of teaching modules and educational products that were created as part of the project. We also included questions to gather information on the number of students reached with these materials, as well as qualitative feedback on the usefulness of the materials provided. Conclusion As attention to corporate governance issues becomes mainstreamed into IFC s business, measurement will become even more complex and ever more critical. The measurement tools and templates being developed will require fine-tuning to reflect this new reality. About the Authors Charles Canfield, Senior Corporate Governance Officer in the East Asia and Pacific region, assesses corporate governance risks and formulates mitigation strategies for IFC s investee client portfolio for the region. From July 2004 to December 2007, Charles served as the Project Manager for the IFC Azerbaijan Corporate Governance Project. Sanwaree Sethi has worked on results measurement in Europe and Central Asia (ECA) since joining IFC in She has an MS from Georgetown University s School of Foreign Service and a BA in Economics from Amherst College. Approving Manager Darrin Hartzler, Manager, Business Advisory Services September
Company Secretary Survey
The Leathwaite 2018 Company Secretary Survey July 2018 The Human Capital Specialists Executive Summary Our inaugural Leathwaite Company Secretary Survey polled individuals in leadership roles within Company
More informationUsing Win/Loss Analysis to Build Buyer Type Segmentation. Program Development And Best Practices
Using Win/Loss Analysis to Build Buyer Type Segmentation Program Development And Best Practices Table of Contents 1. Introduction What is the purpose and benefits of conducting Win/Loss analysis? 2. Program
More informationThe ABC's of Assessments - What you Need to Know
Specialized. Recognized. Preferred. The right partner makes all the difference. The ABC's of Assessments - What you Need to Know By: Melissa Sider Director of Communications AST Corporation March 27, 2014
More informationTHE CORPORATE GOVERNANCE CODE FOR MAURITIUS (2016) VOLUME 4: Scorecard
THE CORPORATE GOVERNANCE CODE FOR MAURITIUS (2016) VOLUME 4: Scorecard 1 Contents INTRODUCTION... 3 1 ABOUT SCORECARDS... 3 2 THE PURPOSE OF SCORECARDS... 3 3. THE BENEFITS OF SCORECARDS... 3 Example 1:
More informationEvidence-Based HR in Action
AN EXCERPT FROM: Evidence-Based HR in Action R-1427-08-CS Case Studies Trusted Insights for Business Worldwide For the complete report, visit: www.conference-board.org/ebhr The Conference Board Mission
More informationUNITED NATIONS DEVELOPMENT PROGRAMME SPECIALIST DEVELOPMENT PROGRAMME (SDP) JOB DESCRIPTION
I. Position Information Job Title: Programme Specialist Position Number: Department: UNDP Reports to: Country Director Direct Reports: Position Status: Non-Rotational Job Family: Yes Grade Level: P3 Duty
More informationDevelopment Suggestions for Political Savvy
Development Suggestions for Political Savvy Suggested Readings Title Political Savvy: Systematic Approaches for Leadership Behind-the-Scenes Don't Sabotage Your Success! Making Office Politics Work Author/Publisher
More informationQUALIFICATION HANDBOOK
QUALIFICATION HANDBOOK Level 4 Diploma in Career Information and Advice (3072-04) August 2011 Version 2.0 (March 2013) Qualification at a glance Subject area City & Guilds number 3072 Age group approved
More informationTHE COSTS AND BENEFITS OF DIVERSITY
Fundamental rights & anti-discrimination THE COSTS AND BENEFITS OF DIVERSITY European Commission Emplo 2 THE COSTS AND BENEFITS OF DIVERSITY A Study on Methods and Indicators to Measure the Cost-Effectiveness
More informationEvaluation of the Industrial Research Assistance Program (IRAP) Office of Audit and Evaluation EVALUATION REPORT SUMMARY.
Office of Audit and Evaluation Evaluation of the Industrial Research Assistance Program (IRAP) EVALUATION REPORT SUMMARY June 16, 2017 Template 1 Prepared by: Office of Audit and Evaluation National Research
More informationM&E: Challenges and Lessons from Syria
M&E: Challenges and Lessons from Syria Kathryn Rzeszut is an Integrity Design, Monitoring and Evaluation Manager and conflict specialist. She has worked in a variety of conflict-affected countries, focusing
More informationA SIMPLE approach to assessing Social Impact in Third Sector Organisations
SimpleEUROSTILE 22/1/08 21:30 Page 1 A SIMPLE approach to assessing Social Impact in Third Sector Organisations SimpleEUROSTILE 22/1/08 21:30 Page 2 Communicating added value Benefits to assessing social
More informationVICTORIAN COMMUNITY LEGAL SECTOR OUTCOMES MEASUREMENT FRAMEWORK
VICTORIAN COMMUNITY LEGAL SECTOR OUTCOMES MEASUREMENT FRAMEWORK Federation of Community Legal Centres (Victoria) Inc Level 3, 225 Bourke St, Melbourne Vic 3000 Telephone: 03 9652 1500 administration@fclc.org.au
More informationTERMS OF REFERENCE SOUTH AFRICA FINANCIAL SECTOR DEVELOPMENT AND REFORM PROGRAM INDEPENDENT PROGRAM EVALUATION. I. Background
TERMS OF REFERENCE SOUTH AFRICA FINANCIAL SECTOR DEVELOPMENT AND REFORM PROGRAM INDEPENDENT PROGRAM EVALUATION I. Background 1. The South African financial system contains a highly developed and well-capitalized
More informationACCELERATED CERTIFICATE SOCIAL IMPACT MEASUREMENT. About Us.
ACCELERATED CERTIFICATE SOCIAL IMPACT MEASUREMENT Working to change the world through a social enterprise, purpose-driven business, or enterprising nonprofit? Looking for better ways to tell others about
More informationHOW TO DEVELOP A STRONG PROJECT DESIGN. User Guide #9
HOW TO DEVELOP A STRONG PROJECT DESIGN User Guide #9 1 This User Guide is intended to help applicants develop a strong project design as applicants prepare AmplifyChange grant applications. Readers are
More informationMid-term Project Evaluation Guidance Note For EIF TIER 1 Funded Projects: Support to National Implementation Arrangements
Mid-term Project Evaluation Guidance Note For EIF TIER 1 Funded Projects: Support to National Implementation Arrangements September 2012 This document is work in progress. Any queries/comments should be
More informationBusiness Assessment. Advisor Tool Galliard, Inc. All Rights Reserved
+ Family Business Assessment Advisor Tool 2015 Galliard, Inc. All Rights Reserved + Purpose: To discuss and assess six major focus areas for familyowned and closely-held businesses. 2015 Galliard, Inc.
More informationInstitute of Public Care. Outcome-focused Integrated Care: lessons from experience
Institute of Public Care Outcome-focused Integrated Care: lessons from experience January 2017 Outcome-focused Integrated Care: lessons from experience 1 Introduction The IPC Partnership Programme supports
More informationSix Steps to Improving Corporate Performance with a Communication Plan
TALK POINTS COMMUNICATION Six Steps to Improving Corporate Performance with a Communication Plan How to develop a clear identity and communicate with your internal and external customers A Higher Level
More informationBUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1
BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1 BA 100: Exploration of Business 1. Explain the culture of higher education. 2. Undertake critical examination and self-reflection
More informationCampus Outsourcing A Decision-making Model
A HIGHER EDUCATION PRESIDENTIAL ESSAY SERIES 2006 SERIES: CREATING COMPETITIVE ADVANTAGE ESSAY 10 Campus Outsourcing A Decision-making Model Campus Outsourcing A Decision-making Model ESSAY 10 DR. JOSEPH
More informationREPUBLIC OF KENYA MINISTRY OF INDUSTRY, TRADE AND COOPERATIVES STATE DEPARTMENT FOR INDUSTRIALIZATION
Annex 1b REPUBLIC OF KENYA MINISTRY OF INDUSTRY, TRADE AND COOPERATIVES STATE DEPARTMENT FOR INDUSTRIALIZATION REQUEST FOR EXPRESSIONS OF INTEREST (CONSULTING SERVICES FIRM SELECTION) Project Name: Project
More informationEvaluation and Learning Special Initiative FY17 Annual Report and FY18 Work Plan (SUMMARY)
Joint Meeting of the CTF and SCF Trust Fund Committees Washington, DC June 7, 2017 Joint CTF-SCF/17/6 May 17, 2017 Agenda Item 6 Evaluation and Learning Special Initiative FY17 Annual Report and FY18 Work
More informationNot Protectively Marked. Scottish Ambulance Service December 2011
Scottish Ambulance Service December 2011 Board Meeting For Noting Item No 3e Executive Sponsor: Director of Human Resources and Organisational Development Lead Officer: Version: 1 1 BACKGROUND The following
More informationEvaluation of the Contribution of UNDP to Environmental Management for Poverty Reduction ( :The Poverty and Environment Nexus)
Evaluation of the Contribution of UNDP to Environmental Management for Poverty Reduction (2004-2009:The Poverty and Environment Nexus) Country-based Case Studies Terms of Reference I. Mandate The United
More informationWhat difference did we make?
What difference did we make? Careers New Zealand Evidence Project Pat Cody, Jennifer Ross and Julie Urbahn Careers New Zealand Presented at the Auckland University of Technology (AUT) and Career Development
More informationAdvancement Framework Planning
Advancement Framework Planning Monthly Progress Review Meeting March 6, 2012 Agenda Quantitative Brand Perception Analysis Progress update Qualitative Brand Dynamics & Perception Analysis Review brand
More informationProgram Sustainability Workbook 2015
Program Sustainability Workbook 2015 Table of Contents I. Introduction Sustainability Framework... 3 II. Program Summary... 5 III. Action Plan for Priority Elements A. Self-Assessment Tool... 6-14 B. Current
More informationSMART Goals: A How to Guide
SMART Goals: A How to Guide 1 Table of Contents What are SMART Goals?... 3 What is the SMART criteria?... 3 How do I decide the right scope for my SMART Goals? (How big? How many?)... 3 Where to start?...
More information30 Course Bundle: Year 1. Vado Course Bundle. Year 1
30 : Year 1 Vado s 30 Year 1 Vado 1. Employee Career Aspirations Coaching Career Development 2. Communicate Clear and Concise Messages Communication Skills for Managers 3. Conflict Management Expectations
More informationHOW TO WRITE A WINNING PROPOSAL
HOW TO WRITE A WINNING PROPOSAL WHAT IS A PROPOSAL? A proposal is a picture of a project, it is NOT the project. In that sense, it is based on your project plan but may be quite different from the Project
More informationi FACILITATOR S GUIDE
i FACILITATOR S GUIDE ii FACILITATOR S GUIDE CONTENTS MODULE 6: MONITORING AND EVALUATING THE PROJECT Objectives 1 Session 9 2 The monitoring and evaluation process 2 Monitoring 2 Elements of monitoring
More informationLevel 4 NVQ Diploma in Customer Service. Qualification Specification
Qualification Specification ProQual 2014 Contents Page Introduction 3 The Qualifications and Credit Framework (QCF) 3 Qualification profile 4 Rules of combination 5 Credit transfer / Exemptions / Recognition
More informationLevel 4 NVQ Diploma in Customer Service. Qualification Specification
Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements 6 Support for candidates 6 Assessment 6 Internal quality assurance
More informationINBOUND LOGISTICS: 10 COMMON TRAPS AND PITFALLS WHITE PAPER
INBOUND LOGISTICS: 10 COMMON TRAPS AND PITFALLS WHITE PAPER Every company is looking for ways to improve margins and overall organizational accountability. Inbound logistics is fast becoming a point of
More informationLesson 3: Monitoring, evaluation and indicators
Lesson 3: Monitoring, evaluation and indicators Macerata, 19 th October Andrea Gramillano, t33 srl Agenda What do we need from the last lesson? Rationale of the project: theory of change and logical framework
More informationPROJECT EVALUATION A PRACTICAL GUIDE. Part One: Building Evaluation into Project Planning
PROJECT EVALUATION A PRACTICAL GUIDE Part One: Building Evaluation into Project Planning The purpose and principles of evaluation Project evaluation has three main purposes: To assess whether project objectives
More informationThe applicability of the UK Public Health Skills and Knowledge Framework to the Practitioner workforce
Leeds Institute of Health Sciences The applicability of the UK Public Health Skills and Knowledge Framework to the Practitioner workforce Professor Darren Shickle Professor of Public Health My presentation
More informationEnhancing Results-Based Management through Quality Assurance of Supervision Missions
Enhancing Results-Based Management through Quality Assurance of Supervision Missions Supervision in the context of Management for Development Results The concepts of Management for Development Results
More informationIn October 1997, the Trade Commissioner Service (TCS) Performance measurement in the Canadian Trade Commissioner Service THE MANAGER S CORNER
Performance measurement in the Canadian Trade Commissioner Service Pierre Sabourin Ten lessons to ponder before embarking on a performance measurement initiative to improve your way of working. In October
More informationCapacity building supporting long-range sustainable nuclear energy system planning
Capacity building supporting long-range sustainable nuclear energy system planning A key challenge in the 21 st century, as countries expanding their nuclear programmes are joined by those embarking on
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationAn examination of the client s contribution to the design of longitudinal tracking systems in adult guidance practice
An examination of the client s contribution to the design of longitudinal tracking systems in adult guidance practice Lucy Hearne, BA. HDip.CG. Waterford Institute of Technology. Introduction The recently
More informationSmall modular reactors deployment and their applications for embarking countries
Small modular reactors deployment and their applications for embarking countries Many developing countries with smaller electricity grids are interested in small modular nuclear reactors (SMRs) as part
More informationCollaborative Mentoring Webinar Series MAXIMIZING THE POTENTIAL OF CORPORATE PARTNERSHIPS
MAXIMIZING THE POTENTIAL OF CORPORATE PARTNERSHIPS October 20, 2016 2016 Planning Team The is funded by the Office of Juvenile Justice and Delinquency Prevention through the National Mentoring Resource
More informationStatus of E&S Risk Management for FIs. Presentation to the Civil Society Organizations April 10 th 2014
Status of E&S Risk Management for FIs Presentation to the Civil Society Organizations April 10 th 2014 Outline of Presentation 1. Recap of why we work with FIs and profile of our portfolio 2. IFC Action
More informationProcurement Policy Review Feedback Summary
The World Bank Procurement Policy Review Feedback Summary Date: July 13, 2012 Venue: Kathmandu, Nepal Total Number of Participants: 36 Overview and General Reactions A consultation workshop was held in
More informationFacing the Financial Crisis Corporate Governance in IFC Investments. Darrin Hartzler, Rio de Janeiro, Nov 11, Page 1
Facing the Financial Crisis Corporate Governance in IFC Investments Darrin Hartzler, Rio de Janeiro, Nov 11, 2009 Page 1 Contents Section A: Introduction Section B: Four Main Elements of Mainstreaming
More informationTERMS OF REFERENCE. Independent Evaluation of the ILO Action Plan for Gender Equality
TERMS OF REFERENCE Independent Evaluation of the ILO Action Plan for Gender Equality 2010-15 1 Introduction The results-based ILO Action Plan for Gender Equality 2010-15 (the Action Plan) aims to operationalize
More informationMERCER WEBCAST Leading Global Mobility and Career Management Strategies More Effectively February 2014
Leading Global Mobility and Career Management Strategies More Effectively February 2014 Kate Fitzpatrick and David Deegan London, UK Today s Speakers Kate Fitzpatrick Principal Senior Mobility Consultant
More informationExecutive Education at Oxford Saïd. The Oxford Impact Measurement Programme
Executive Education at Oxford Saïd The Oxford Impact Measurement Programme 2 The Oxford Impact Measurement Programme Welcome While all organisations have impact, there is growing interest in better understanding
More informationMarketing Research to Support the Stage Gate New Product Development Process
Marketing Research to Support the Stage Gate New Product Development Process Agile. Iterative. Informed. Fast. These are hallmarks of today s effective new product development, with the goal of establishing
More informationBEYOND A BUZZWORD: THOUGHT LEADERSHIP EVOLVES LINSTOCK COMMUNICATIONS AUGUST
BEYOND A BUZZWORD: THOUGHT LEADERSHIP EVOLVES LINSTOCK COMMUNICATIONS AUGUST 2017 1 THOUGHT LEADERSHIP: A DYNAMIC CONCEPT Thought leadership is no longer the new kid on the block. Research earlier this
More informationSpecialist Diploma in Strategy & Planning
Specialist Diploma in Strategy & Planning SPECIALIST 30-48 HOURS www.kmdc.com.my Validated by the Industry Advisory Council. Including members from ONLINE / CLASS Content Specialist Diploma in Digital
More informationTABLE OF CONTENTS The dumonde Group Pty Ltd
Defence Sector Training Catalogue 2018 TABLE OF CONTENTS About the dumonde Group... 03 Defence Sector Training Solutions... 04 Professional Development... 05 Training Courses... 07 1. Doing Business In
More informationAligned for growth. Reporting on post-deal success
Aligned for growth Reporting on post-deal success Introduction Following the banking crisis of 2008 and ongoing Eurozone uncertainty, stakeholders such as investors, banks and private equity are looking
More informationWHAT TO CONSIDER EMOTIONAL INTELLIGENCE TRAINING
EMOTIONAL INTELLIGENCE TRAINING WHAT TO CONSIDER When it comes to Emotional Intelligence (EQ) training, there are many commercial off-the-shelf programs to choose from, and they vary widely in terms of
More informationHYBRID CLOUD COMPUTING. The Great Enabler of Digital Business
HYBRID CLOUD COMPUTING The Great Enabler of Digital Business It s no secret that digital business transformation and hybrid cloud computing are two of the most dominant IT trends today. But are they interrelated
More informationRETAIL. You depend on your people. We help them live up your expectations
RETAIL You depend on your people. We help them live up your expectations What qualities, skills, and techniques do your employees need to bring your company to the next level? In retail, your success is
More informationGeorgia: Development of Public Private Partnerships
Technical Assistance Report Project Number: 49046-001 Policy and Advisory Technical Assistance (PATA) December 2015 Georgia: Development of Public Private Partnerships This The views document expressed
More informationQUALIFICATION HANDBOOK
QUALIFICATION HANDBOOK Level 6 Diploma in Career Guidance and Development (3072-06) August 2011 Version 4.0 (August 2013) Qualification at a glance Subject area City & Guilds number 3072 Age group approved
More informationPost-implementation Review: IFRS 8 Operating Segments
July 2012 Request for Information Post-implementation Review: IFRS 8 Operating Segments Comments to be received by 16 November 2012 Request for Information Post-implementation Review: IFRS 8 Operating
More informationBUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY
BUSINESSES DRIVE PERFORMANCE UP WITH KORN FERRY UP IT S WHERE EVERY BUSINESS WANTS TO GO. UP. It s the journey toward a stronger, more sophisticated workforce. It s where you ll develop your future leaders.
More informationContract Management Part One Making the Business Case for Investment
Contract Management Part One Making the Business Case for Investment Executive Summary This paper is the first in a short series of three which will look at the business case for organisations to invest
More informationKey Questions for Your Functional Partners. Improving Cross-Functional Collaboration in Compliance Program Activities
Key Questions for Your Functional Partners Improving Cross-Functional Collaboration in Compliance Program Activities WHAT IT MEANS TO BE BUILT-IN This report will help integrate compliance and ethics programs
More informationToR for the Independent Evaluation of the Global Innovation Fund
2018 ToR for the Independent Evaluation of the Global Innovation Fund FORMATIVE EVALUATION 2014-2018 Section One: Background and Rationale [Context]: A non-profit innovation fund headquartered in London,
More informationHelp and Guidance on CVs
Help and Guidance on CVs There are many types of CVs and it can be confusing knowing when to omit different information but this hand-out aims to help you gain the knowledge and ability to create and tailor
More information11th Meeting of the Advisory Expert Group on National Accounts, 5-7 December 2017, New York, USA
SNA/M1.17/9.1.2 11th Meeting of the Advisory Expert Group on National Accounts, 5-7 December 2017, New York, USA Agenda item: 9.1.2 Update from the workshop in countries of Eastern Europe, Caucasus and
More information10 Tips. for enhancing tendering practices
10 Tips for enhancing tendering practices About the Author Deirdre Diamante has a successful consulting practice built on helping companies win government business. Companies come to Deirdre because she
More informationNQS Quality Area 7: Leadership and service management
CCSA NQS Quality Area 7: Leadership and service management Webinar Part B: Exploring self-assessment and quality improvement processes This webinar is the second of a two-part webinar series focussing
More informationQUICK FACTS. Supporting an International Infrastructure Organization with its Legacy Oracle ERP Environment
[ Professional Services, Enterprise Applications and Middleware Services ] TEKSYSTEMS GLOBAL SERVICES CUSTOMER SUCCESS STORIES Client Profile Industry: Asset and property management Revenue: More than
More informationCoaching and Mentoring
Coaching and Mentoring Staff Development Human Resources Benefits of Coaching and Mentoring The University of Huddersfield has experienced significant change in recent years; a trend which will continue
More informationCertification in Humanitarian Logistics Level I HLC 2007
Certification in Humanitarian Logistics Level I HLC 2007 1 How Certification came about.hlc 2003 HLC participant feedback Needs to be clear career map, not just specific training initiatives around warehousing
More informationAnalyzing stakeholders and power to identify advocacy targets. Stakeholder Analysis 2
Analyzing stakeholders and power to identify advocacy targets To undertake effective advocacy it is important to identify those who are most likely to be your allies, including those who can be persuaded
More informationBrand Fabrik. Let s stick together. Creating a more joinedup approach to marketing activity in the further education sector
Let s stick together Creating a more joinedup approach to marketing activity in the further education sector Brand Fabrik Brand building insight from Page 2 The idea of integrated marketing is nothing
More informationThe Science of Comparison: How to Build and Use Accurate Benchmarking for Better Performance Tracking
The Science of Comparison: How to Build and Use Accurate Benchmarking for Better Performance Tracking Facility management is changing, with greater reliance on data and digital systems than ever before.
More informationCARIBBEAN EXAMINATIONS COUNCIL JOB DESCRIPTION
Job Title Division Location Reports to Supervises Issue Date CARIBBEAN EXAMINATIONS COUNCIL JOB DESCRIPTION Marketing Officer Office of the Registrar Headquarters Director, Corporate Services Date Prepared
More informationEffective Performance Evaluations
By: Lauren M. Bernardi The following is a partial excerpt from the Manager s Manual section of Lauren Bernardi s book: Powerful Employment Policies. Performance Management Is More Than Just Filling Out
More informationTEACHERS RETIREMENT BOARD. AUDITS AND RISK MANAGEMENT COMMITTEE Item Number: 9 SUBJECT: Scope and Structure of the Enterprise Compliance Program
TEACHERS RETIREMENT BOARD AUDITS AND RISK MANAGEMENT COMMITTEE Item Number: 9 SUBJECT: Scope and Structure of the Enterprise Compliance Program CONSENT: ATTACHMENT(S): 3 ACTION: DATE OF MEETING: / 30 mins
More informationAssessment Practice Standards. A practice development guide to understanding children s needs and family situations
Assessment Practice Standards A practice development guide to understanding children s needs and family situations Forward Bolton can be proud of a long history of effective multi-agency working to safeguard
More informationDiscussion Paper: Assessing impacts arising from public engagement with research
Discussion Paper: Assessing impacts arising from public engagement with research This discussion paper provides context for REF panels that are developing their criteria for assessing impacts arising through
More informationThe Futures Report A Strategic Planning Tool for Reference Programs
The Futures Report 2005 A Strategic Planning Tool for Reference Programs Table of Contents: The Futures Report 2005 Introduction Drivers of Current Changes Occurring in IT Marketing and Reference Programs
More informationJAPAN. Kiril Nejkov IFC Corporate Governance Project Officer Macedonia
Corporate Governance Scorecard Versatile Tool for Companies, Investors, and Regulators Experiences from Southeast Europe and East Asia Lessons Learned March 2011 Our DONOR partners JAPAN Companies with
More informationRevenue matters Is Australia ready for AASB 15?
Revenue matters Is Australia ready for AASB 15? What would your reaction be if we told you that the most important number in your financial statements was about to change and no one in your business had
More informationHENNEPIN COUNTY ACTIVATES TOTAL REWARDS FROM THE OUTSIDE IN
HEALTH WEALTH CAREER HENNEPIN COUNTY ACTIVATES TOTAL REWARDS FROM THE OUTSIDE IN BY MICHAEL ROSSMAN, RON KEIMACH AND LYN HARPER MERCER Mercer engaged with Hennepin County, Minnesota, to develop and activate
More informationStrand 2 Measuring the economic and social impact of local Services
Strand 2 Measuring the economic and social impact of local Services Social Impact Measurement (SIM) experiences and future directions for the Third Sector organisations in the East of England Report prepared
More informationMentoring in Organisations in Ireland
Mentoring in Organisations in Ireland October 1, 2016 4 Sycamore House, Millennium Business Park, Naas, Co. Kildare p. +353 (0)45 881166 f. +353 (0)45 881192 info@iitd.ie www.iitd.ie Table of Contents
More information2010 ERP REPORT. Organizational Change Management
2010 ERP REPORT Organizational Change Management LLC. All reserved. No unauthorized reproduction without the author s written consent. All references to this publication must cite Panorama Consulting Group
More informationFrequently Asked Questions about Industry-led Sector Partnerships
Frequently Asked Questions about Industry-led Sector Partnerships 1. Sectors again? Really? Sector Partnerships are not a new idea. For years, workforce development practitioners have used sector partnerships
More informationCommittee on the Environment, Public Health and Food Safety NOTICE TO MEMBERS
EUROPEAN PARLIAMT 2009 2014 Committee on the Environment, Public Health and Food Safety 7.1.2010 NOTICE TO MEMBERS Subject: Hearing with Connie HEDEGAARD, Commissioner-designate for Climate Action Please
More informationHow to deliver an effective grant-funded project on technical and professional education
How to deliver an effective grant-funded project on technical and professional education How to deliver an effective grant-funded project on technical and professional education This guide is for institutions
More informationMENTORING YOUR REPLACEMENT MENTORING YOUR REPLACEMENT
MENTORING YOUR REPLACEMENT MENTORING YOUR REPLACEMENT 1 MENTORING YOUR REPLACEMENT It is estimated that half of all public school facility managers or directors rose through the ranks, beginning their
More informationCase study title Making AIB a great place to work again
Name of your organisation Contact name for enquiries Allied Irish Bank (AIB) Anthony Burrows anthony.x.burrows@aib.ie 07813 886 197 Case study title Making AIB a great place to work again Summary Please
More informationChapter 2. The Nature of Project Work
Chapter 2 The Nature of Project Work This chapter provides a brief overview of project work and its distinctive features. It looks at the important role of teamwork and at the relationship between time,
More informationThe Impact of Agile. Quantified.
The Impact of Agile. Quantified. Agile and lean are built on a foundation of continuous improvement: You need to inspect, learn from and adapt your performance to keep improving. Enhancing performance
More informationTHE AGRIBUSINESS LEADERSHIP PROGRAM: A New Approach to Smallholder Agriculture
THE AGRIBUSINESS LEADERSHIP PROGRAM: A New Approach to Smallholder Agriculture October 2016 Agenda Slide 1Farming must change Farmer organizations are key to changing it We aim to strengthen individual
More informationELM Guide. A Resource for Both F&ES Mentor and Mentee. Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin
ELM Guide A Resource for Both F&ES Mentor and Mentee Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin 1 Table of Contents 1. Introduction & Mission 3 2. Benefits
More informationAssessing the wider benefits arising from university-based research: Discussion paper response template Introduction
Assessing the wider benefits arising from university-based research: Discussion paper response template Introduction Please provide any comments you have in relation to the issues raised in Part 1 of the
More informationGuidance on supporting information for appraisal and revalidation
Guidance on supporting information for appraisal and revalidation Contents Our strategy at a glance About this guidance 02 Supporting information for appraisal and revalidation 03 Meeting our revalidation
More information